Gestion de clientele 11 organisation et contrôle

2,305 views

Published on

Cour " CRM à l'age digital"

Published in: Education
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
2,305
On SlideShare
0
From Embeds
0
Number of Embeds
624
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Gestion de clientele 11 organisation et contrôle

  1. 1. CRM 10 : Organization et controle Professeur Paris Ouest Http://christophe.benavent.blogspot.com
  2. 2. Marketing KPI <ul><li>CLV , budget ratio, market share by segment, trial rate, competitive score, sales by channel, % repeat purchase, average sales value, sales productivity, market share , advertising productivity by channel, cost per lead, cost per converted lead, bid success rates, range sale%, average discount, service call out times, productive hours %, enquiry response time, seasonality ratio, price index, customer satisfaction , advertising awareness, % branding %, customer investment review, customer transition rate, value chain, % outsourcing, MER, budget ratio, EGMG ratio, customer investment return, customer churn , complaints , warranty claims, project success, channel members, product positioning variance, SER, AER, pricing, price elasticity, country spread, seasonality ratio, customer spread, product spread, product age spread ratios, segmental leadership, TDA's, project success, CIR%, competitive bidding success %, internal service satisfaction levels, effective headcount, % mentoring, NPS. </li></ul>
  3. 3. Customer orientation and BSC The learning dimension of CRM Reorganizing marketing The financial impact of CRM
  4. 4. BSC Finance and learning
  5. 5. CRM as a learning process
  6. 6. The Ressource Value Based Model <ul><li>Customer portfolio specificity and value </li></ul><ul><li>Fine-tuning learning processes </li></ul><ul><li>Organizational fit Marketing competencies as a competitive advantage and learning processes. </li></ul><ul><ul><li>Rare </li></ul></ul><ul><ul><li>Valuable </li></ul></ul><ul><ul><li>Inimitable </li></ul></ul><ul><ul><li>Non substituable </li></ul></ul>
  7. 7. A general model of performance
  8. 8. Learning hypothesis Global local Generation +++ - Retention + +++ Diffusion ++ + Use + +++
  9. 9. Control Hypothesis Global Local Results + ++ Behaviors = ++ Value and Norms ++ =
  10. 10. <ul><li>Etude secteur des services </li></ul>
  11. 11. Control/learning Interactions
  12. 12. Financial dimensions <ul><li>Satisfaction, NPS impact on financial results </li></ul><ul><li>Cost dimension </li></ul>
  13. 13. Cost dimension
  14. 14. Reorganizing marketing <ul><li>The differenciation of organization : </li></ul><ul><ul><li>Corporate communication </li></ul></ul><ul><ul><li>Brand and product marketing </li></ul></ul><ul><ul><li>Promotion and Direct relationship, </li></ul></ul><ul><ul><li>Sales forces </li></ul></ul><ul><ul><li>Social media relationship. </li></ul></ul><ul><li>A need for integration </li></ul><ul><ul><li>Customer or community concentric model ? </li></ul></ul><ul><ul><li>Performance and cultural control system ? </li></ul></ul>
  15. 15. Ouchi model Résultats Lien comportements /résultats Mesurables Peu mesurables Très corrélé Contrôle par les systèmes, la RO Contrôle par la règle, la bureaucratie, les comportements Peu corrélé Contrôle par le marché, les prix de cession internes Contrôle par le clan, la culture, les valeurs, les rituels, le mentoring
  16. 16. Le modèle de Simon

×